A PROFESSION AND A PRACTICE


I have had the privilege to learn about and see the impacts of my work firsthand.


discussions with professionals from our sister services, the Office of the Secretary of Defense and industry, as well as with foreign officers. Tese broad and diverse interactions completely opened my mind. I am grateful to the leaders I had at the time for encouraging me to briefly step aside from my job so that I could learn from others and evolve as an acquisition profes- sional and leader. We need to continue to prioritize investments in our workforce such as these.


Talent management is key to success.


I’ve always been laser-focused on getting kit into the hands of Soldiers. Whether it’s Soldier gear, tanks, helicopters, medical equipment or new hypersonic or directed- energy weapons, it’s our workforce that makes it happen. We need experienced leaders who are well-trained and in tune with current trends and best business prac- tices. We need to be early adopters of new acquisition authorities and leverage every tool at our disposal to accelerate delivery of capability to the force. We need agile and adaptive professionals with solid acquisi- tion acumen and well-developed critical thinking skills so we can pivot as condi- tions change.


We’re seeing some major shifts now as we transition the force with Back-to-Basics.


154 Army AL&T Magazine Fall 2021


IN THE FIELD


The author in August 2004, when he was project director for Integrated Clinical Systems, at a demonstration of the Deployable Teleradiology System. (Photo courtesy of the author)


We’re going to see changes to career fields, streamlining them to six func- tional areas that represent the basics of acquisition. We’re going to see changes in institutional training, shifting to a leaner, “just-in-time” certification structure that is intended to cover core competencies within each respective functional area, and an enhanced focus on the experien- tial component.


We’re updating our centralized selection list process and incorporating the Acquisi- tion Leader Assessment Program (ALAP), which adds complexity for those leaders looking to take on challenging assign- ments. Trough the ALAP, we’ll be able to further assess officers’ and civilians’ readi- ness to lead. Changes like these make our workforce more effective and efficient, and help to ensure we are setting up future Soldiers for success.


Troughout much of my career I have been on the receiving end of the infor- mation and opportunities that come out of the DACM Office. I give much credit to Craig Spisak and the DACM team for preparing me to assume the responsibili- ties of this position today, and I appreciate the support provided to the Army acqui- sition community. I am excited to wind up my career in the most important job I will ever have—taking care of our people.


Looking back on that personal protec- tive equipment return ceremony at PEO Soldier, McQueen was joined by his family—his wife and three children, the youngest of which, at 10 months old, McQueen might never have met if not for that helmet. Tat is my reason and my reward for choosing the Army Acquisition Workforce. I look forward to helping you find your reward, too.


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